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650.747.9745 • fax 745.2947
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December 04, 2000
Transportation Demand Management Program
for
901 / 951 Gateway Boulevard, South San Francisco, California
Hines and Advanced Medicine, Inc.
Prepared by Richard Booth
Sequoia Solutions Consulting
2995 Woodside Road • Suite 400 • ~~1~oodside • California 94062
December 04, 2000
Transportation Demand Management Program
for
901 / 9 51 Gateway Boulevard, South San Francisco, California
Hines and Advanced Medicine, Inc. ("A.M.I.") are committed to being
good neighbors in the community. They understand the importance of
minimizing environmental impacts at the Gateway in South San
Francisco. It realizes that supporting alternative methods of
commuting, it reduces congestion and pollution, creating positive
contributions to the community. A Transportation Demand
Management (TDM) program is a means to attract and retain excellent
employees as part of comprehensive benefit packages offered to all
employees. Hines and A.M.I. are committed to supporting an extensive
(TDM) Program.
The proposed full project build out population is approximately 400
employees, in two buildings, (270 in 1 10,00 square feet, and 130 in
60,000 square feet). Using the current population census of 215
employees, it then appears that an 86% growth in the number of
employees could occur.
A 1 -.86 factor is used for growth projection purposes. Projected
individual element goals are based on the existing level of employee
participation (35%) in the existing commute alternatives. It is assumed
that the level of employee participation will increase, due to the
expanded TDM program efforts, and offerings to employees.
The existing commute mode data used is from the 1 1-01-00 AMI
Transit survey.
Parking supply at this location is a concern to the City of South San
Francisco. The 160,000 sq. ft. of buildings would have a requirement
of 453 parking spaces (2.83/1000 gross sq. ft.). An additional 10,000
sq. ft. to the second building would require an additional 28 parking
spaces, based on the current parking requirement for the site. Hines is
requesting a variance of 2.66/1000 gross sq. ft., so that these
additional 28 spaces will not be built. The City of South San Francisco
has identified the need to reduce at least 96 daily trips per day to this
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site, to meet this condition. This expanded TDM Program identifies the
methods that will meet, and exceed this goal.
A. PROGRAM ELEMENTS:
1. New employees shall be required to attend a new employee
orientation program. This program will explain the corporate TDM
Mission Statement, explain alternative commute options, and provide
transit schedules, maps, and offer free ride matching services to
encourage the formation of carpools. All new employees will complete a
commuter survey indicating what intended mode of commuting is
available, and what the new employees expected mode will be. This
method has been proven to be a very effective means to encourage
alternative commute patterns, before new employees commuting
habits are established.
Existing round trip carpool passengers: # 22
Program goal: 40
Program gain: 18
Employee trips saved daily: 40
2. The program wilt effectively promote the use of the Gateway
Shuttle Bus System, and the use of public transit. Commuter shuttles
operate during peak commute hours to the South San Francisco
CalTrain Station, and to the San Francisco Glen Park Bart Station.
Employer operated shuttles connecting to public transit have been
identified as the most effective marketing method of attracting
passengers to public transit systems. (Source: SamTrans and CalTrain
20 year marketing plans).
Existing # of participants: 36.
Program goal: 67
Program gain: 31
Employee round trips saved daily: 67
(Additional daytime trips are also saved utilizing available alternative
transportation modes, for lunches, errands, and medical appointments,
although not part of these figures).
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3. The program will participate in the Peninsula Congestion Relief
Alliance "Emergency Ride Home" program. This allows employees who
utilize alternative forms of commuting a free ride home for
emergencies up to four times per year via taxicabs or rental cars.
(50% grant matching funds are available to the employers that
participate in this program). These types of programs have been
identified as the number one incentive for employees to rideshare.
Employers have seen increases of 15-20% in ridesharing when this type
of program is offered to employees (Source: RIDES 1999 Commute
Survey).
Currently, AMI has no participants in this program.
Existing program participants # 0
Program goal: 60 (15% of 400)
Program gain: 60
Employee round trips saved daily: 6 (10% of program gain).
This program will encourage an increased use of alternative transit,
however some employees will already be using these modes. It is a
deciding factor in not driving alone, and a valuable method to deal with
the unknown urgent need for an employee to quickly get home for
emergencies.
4. Transportation for employee medical appointments, during regular
business hours, will be provided by company paid taxi vouchers, round
trip, up to two times per year. This is an incentive to not bring a
vehicle to work.
Existing program participants: #0
Program goal: 5
Program gain: 5
Employee round trips saved per day: 0
This program will encourage an increased use of alternative transit,
however many will already be using these modes. It is a deciding factor
in not driving alone, and a valuable method for transportation to
medical and dental appointments.
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i
5. Pre tax payroll deductions will allow the employee up to $65.00 per
month for public transit passes, and the expense for participating in
vanpools via the Commuter Check Program. In addition, A.M.I. will
subsidize this program up to $65.00 per month, per participant.
Transit pass subsidies of as little as $15.00 per month have shown a
63% increase in monthly commute pass sales in other areas of the
state. (Source: The Hoyt Company) The current subsidy is $45.
/month, so this will be an increase of 45% in the monthly subsidy per
employee. This increase will be a strong incentive for employees to use
alternative forms of commuting.
Existing program participants: #30
Program goal: 56
Program gain: 26
Employee round trips saved per day: 13 (based on the fact that 1 /2
may already be utilizing alternative modes).
6. Vanpools will be promoted, and encouraged, as an attractive method
of commuting. Vanpools will be established, and subsidized, subject to
economic feasibility and employee participation. The company will pay
for required medical exams for primary and secondary drivers.
Advertising methods such as "wrapping" the vanpools may subsidize
some of the operating expenses. Dedicated "preferential parking"
areas will be provided in highly visible areas. Subsidies for vanpools by
employers, is the most desired factor in deciding to vanpool (Source:
RIDES 2000 Commute Profile).
Existing program participants: #0
Program goal: 24
Program gain: 24
Employee round trips saved per day: 24
7. Bicycling will be promoted as a viable commute option. Bicycle
lockers, racks, showers, and the accommodation on transit shuttles
will be available. The local Bayside Trail, (a segment is now under
construction locally), will provide important trail links to other areas.
Common commute routes of the employees in the area will be shared
and published.
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Existing program participants: #4
Program goal: 2
Program gain: 2
Employee round trips saved per day: 6
8. Motorcycles will be accommodated in secure, signed designated
areas, with methods of impact protection from automobile traffic.
Designated motorcycle parking limits the use of one automobile parking
space for only one motorcycle. Motorcycles may use carpool lanes, and
cross toll bridges during commute hours for free.
Existing program participants: #3
Program goal: 2
Program gain: 2
Employee round trips saved per day: 5
9.Telecommuting reduces both traffic and the need for employee
parking facilities. A formal telecommuting program will be developed,
with "how- to" instructions, contracts between management and the
employees, feedback mechanisms, ergonomics, insurance and worker's
compensation issues explained. It will be available for selected
employees, dependent upon position and work requirements. A method
of tracking the telecommuting days will be developed.
Existing program participants: #8
Program goal: 4
Program gain: 4
Employee round trips saved daily: 12
10. Taxicab vouchers will be available for local business transportation,
including travel to and from the S.F.O. International Airport. Indirect
commute impact.
11. The S.S.F. Downtown Dasher program will be promoted for midday
travel to the downtown area. The company will pay for round trip
program vouchers. Indirect commute impact.
12. Electric vehicles produce no local air pollution, and will be promoted.
Electric vehicle charging utility expenses will be available at no charge
to the employees. New parking facilities shall incorporate the
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infrastructure to accommodate at least one charging station per
parking lot or garage. Use will be available for employees as well as for
visitors.
Program participants: #0
Program goal: 1
Program gain: 1
Employee round trips saved daily: 0
13. Often visitors and job applicants do not have their own
transportation. Visitors and job applicants will be provided with public
transportation options, shuttle schedules, and transit maps for the
area, to encourage the use of public transit. Indirect beneficial impact
to commute.
14. Quarterly employee surveys shall be conducted to determine
current modes of commuting. The surveys will be conducted via a-mail.
Non-responses to commute surveys are to be counted as "drive
alone". Indirect benefit to program.
15. The corporate web site will contain a section for commuter
information, the results of the current employee commute method
survey, as well as the efforts and effectiveness of the TDM Program.
Also, a "Transit Information Bulletin Board" centrally located in the
building will display transit information, schedules, as well as current
promotions. New commute options will be advertised and promoted.
Indirect benefit to program.
16. An employee will be available to answer commute questions,
concerns, or transit problems. This employee will be available via
telephone or a-mail. This employee will prepare historical surveyed
commute records, for annual submission of a TDM Report to the City
of South San Francisco Planning Department. This person will work in
conjunction with the Peninsula Congestion Relief Alliance to assist in
the promotion of ridesharing programs, and events. Indirect benefit to
program.
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17. Employees will be encouraged to participate in the Bay Area Air
Quality District's "Spare the Air" program during unhealthy weather
conditions. Participants will be requested to not drive to work alone,
and seek other methods of commuting. Enrollment will be via the
BAAQMD Web page, and "Spare the Air Day' notification will be sent via
e-mail, as soon as it is forecasted. Indirect benefit to program.
18. Walking to work may be a viable commute option for some select
employees, and is an accepted alternative mode of commuting.
Program participants: #2
Program goal: 1
Program gain: 1
Employee round trips saved daily: 3
B. THE EXISTING PROGRAM:
EXISTING COMMUTE MODE -1 1-01-00 Employee Survey for 901 Gateway
Transit Survev Results: 1 68 resonnses from a ~ 1 5-emnlnvee haca•
Bart CalTrain Carpool Bike
Motorc cle Walk Telecomm
ute
15 21 22 12 2 3
A total of 75 employees currently utilize alternative methods to
commute, from the current employee population of 215. Non-
respondents are considered "drive alone mode".
Mixed methods of commuting (such as transit/carpool) and a variety
of different daily commute modes, are not reported).
This identifies a current participation level of alternative commute
modes to be: 35%
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THE EXISTING HINES POA TDM PROGRAM PROMOTES:
Shuttles to Bart and CalTrain
Bicycle racks and shower facilities
Tuesday lunch shuttle to Tanforan Mall
Thursday lunch shuttle to Serramonte Mall
Taxi Cab Voucher Program
Emergency Ride Home Program
Downtown Dasher Taxi
AMI offers the "Commuter Checks" program, with a current subsidy of
$45. a month, per participant.
New employer information packages
C. NEW TDM PROGRAM EFFECTIVENESS:
Alternative methods of commuting:
New TDM Program Gains: (eliminates)
Carpools: 18 round trips/day
Shuttles: 31 round trips/day
ERH: 6 round trips/day
Commuter Checks: 13 round trips/day
Vanpools: 24 round trips/day
Bicycles: 2 round trips/day
Motorcycles: 2 round trips/day
Telecommuting: 4 round trips/day
Walking: 1 round trip/day
TOTAL: 101 round trips/day reduced
New program goal: 101 new reduced round trips, per day
(96 would be required)
(400 employees x 35%= 140 trips per day would be needed to maintain
the existing level of employee participation with existing TDM)
AMI Population gain: 185
TDM Program gains: 101 round trips per day (reduction)
Employee daily trips saved: 176 (75+101)
Projected Employee Participation Goal: 44
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D. CONCLUSION:
A current employee participation level of 35% indicates that with 400
employees, the potential of 140 employees could actively participate in
alternative modes of commuting.
The existing 75 employees who currently use alternative commute
modes, as well as an estimated 101 employees enticed into expanded
TDM Program offerings, could reasonably eliminate 176 daily round
commute trips at this location.
In addition, alternative mid day transportation options are to be made
available to reduce the need for a vehicle. (These methods are very
effective in reducing congestion, parking demands, and reducing "cold
start" pollution sources, although not used in the calculated daily trip
reduction figures).
Attractive options to driving alone will be effectively promoted, and
with the available choices of transit options, employer subsidies, and
marketing, this program can be an effective tool to encourage
commuters to forgo drive alone situations.
The new TDM Plan identifies the need of a total of 101 new daily
commute trips reduction, at full project completion and activation.
Quarterly employee surveys will provide sufficient feedback on the
success and effectiveness of this program. Management supports, and
understands the importance of an effective TDM Program, as part of a
progressive business environment.
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